麦肯锡《供应链管理-流程与绩效》
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Mckinsey方法论-供应链管理-流程与绩效
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
McKinsey
October 2003
THE
This document gives an overview of the different metrics that can be used to measure supply chain performance
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
McKinsey
October 2003
THE
This document gives an overview of the different metrics that can be used to measure supply chain performance
肯锡供应链管理流程与绩效(英文原版)课件
Regular reviews and updates to the Balanced Scorecard provide feedback on performance and identify areas for improvement.
Strategy Alignment
Measures
Feedback and Continuous Improvement
供应商关系维护
01
03
02
04
规划合理的物流网络布局，确保货物高效流转。
物流网络规划
根据货物特性和运输需求选择合适的运输方式，提高运输效率。
运输方式选择
建立物流信息管理系统，实现货物信息的实时更新和共享。
物流信息管理
通过合理安排运输、仓储等环节降低物流成本，提高物流效益。
物流成本控制
对退货、维修等逆向物流活动进行管理，确保其有序进行。
CPFR is a collaborative approach to supply chain management that involves the integration of planning, forecasting, and replenishment activities among retailers, manufacturers, and other supply chain partners.
A
B
C
D
选择合适的供应商，评估其供货能力、质量、价格等方面的表现。
供应商选择与评估
签订采购合同，明确双方权利义务，确保采购活动的合法性和规范性。
采购合同管理
根据生产计划和库存情况制定合理的采购策略，确保原材料的及时供应。
流程管理-麦肯锡供应链管理流程与绩效 精品001
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
chain. – Suggest how the supply chain CoE should continue concerning this topic.
We used information from several sources during our project
• Internal and external documents:
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
麦肯锡供应链管理-流程与绩效(英文原版).
Customer service cost
The complete picture can be found in the appendix.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
Accountability
Focus
Communication
Measuring progress towards goals through interactive communication and education
There is no one “right” answer
This document’s an initial step in the right direction.
• Respect all sources of data:
Blind-sided Intuition Qualitative Opinion Discussion Survey Functional Measures KPIs External Best Practice Quantitative
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
McKinsey
October 2003
THE
This document gives an overview of the different metrics that can be used to measure supply chain performance
麦肯锡供应链管理-流程与绩效(英文PPT 28页)
• Understand their relationships—the “causal tree”:
Objl Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
chain. – Suggest how the supply chain CoE should continue concerning this topic.
-2-
We used information from several sources during our project
麦肯锡供应链管理-流程与绩效英文原版
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
麦肯锡供应链管理-流程与绩效(英文原版)
5
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
2
We used information from several sources during our project
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
2
We used information from several sources during our project
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
供应链管理-流程与绩效
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
• CIPS (UK):
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
chain. – Suggest how the supply chain CoE should continue concerning this topic.
-2-
We used information from several sources during our project
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
• CIPS (UK):
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
chain. – Suggest how the supply chain CoE should continue concerning this topic.
-2-
We used information from several sources during our project
供应链管理-流程与绩效
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
• NPDI • Support functions
Inventory Management
Cost
At reasonable cost
Tailor to company specific (BSC) objectives
Objective 2 KPI KPI
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . . • “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
麦肯锡供应链管理流程与绩效中文版课件
Source: H. Cook
Nos of strategies, 或者更新以服务为基础的联系
麦肯锡供应链管理流程与绩效中文版
*
在供应链的每一个阶段都有各自的指标来评估其运作效率（接上页）
库存管理
市场与销售
客户服务
销售物流
整个供应链
质量
时间
成本
产品因为缺陷率而留存在仓库的％ 库存记录的准确率 库存 vs. 服务水平 库存数量占总采购单位的％ 不可用库存 vs. 可用库存
注意内部关系
麦肯锡供应链管理流程与绩效中文版
*
在供应链的每一个阶段都有各自的指标来评估其运作效率
这些指标用来识别“为什么”会产生这样的问题
预测
采购
采购物流
生产
维护
质量
时间
成本
计划中无需修改就能使用的数据的%
正确下达订单的％ 可供选择的供应商的数量 参与产品开发/革新的供应商数量 每个采购员所掌握的供应商数 (采购专员) 经销商采购订单的数量 集中采购数在总采购数中占的%
麦肯锡供应链管理流程与绩效中文版
*
绩效评估是一个重要而复杂的项目
这份资料只是正确导向的第一步
许多公司都在寻找所需的评估指标……
但是开发出一套“正确”的评估指标体系是一个挑战
如果你不能评估，你就不能管理，你就不能改进 建立适当评估体系，促进组织持续改进
没有通用的模型可用 保证绩效评估的业务问题： 行业与行业之间的业务差别 同一行业内的业务差别 因时而变的业务
从下达订单到接收货物的时间
从生产订单下达到产品入库的时间
停工时间在总生产时间中占的比率
供应商送货Байду номын сангаас准时率
Nos of strategies, 或者更新以服务为基础的联系
麦肯锡供应链管理流程与绩效中文版
*
在供应链的每一个阶段都有各自的指标来评估其运作效率（接上页）
库存管理
市场与销售
客户服务
销售物流
整个供应链
质量
时间
成本
产品因为缺陷率而留存在仓库的％ 库存记录的准确率 库存 vs. 服务水平 库存数量占总采购单位的％ 不可用库存 vs. 可用库存
注意内部关系
麦肯锡供应链管理流程与绩效中文版
*
在供应链的每一个阶段都有各自的指标来评估其运作效率
这些指标用来识别“为什么”会产生这样的问题
预测
采购
采购物流
生产
维护
质量
时间
成本
计划中无需修改就能使用的数据的%
正确下达订单的％ 可供选择的供应商的数量 参与产品开发/革新的供应商数量 每个采购员所掌握的供应商数 (采购专员) 经销商采购订单的数量 集中采购数在总采购数中占的%
麦肯锡供应链管理流程与绩效中文版
*
绩效评估是一个重要而复杂的项目
这份资料只是正确导向的第一步
许多公司都在寻找所需的评估指标……
但是开发出一套“正确”的评估指标体系是一个挑战
如果你不能评估，你就不能管理，你就不能改进 建立适当评估体系，促进组织持续改进
没有通用的模型可用 保证绩效评估的业务问题： 行业与行业之间的业务差别 同一行业内的业务差别 因时而变的业务
从下达订单到接收货物的时间
从生产订单下达到产品入库的时间
停工时间在总生产时间中占的比率
供应商送货Байду номын сангаас准时率
2顶级ppt麦肯锡供应链管理流程与绩效
供应链发展趋势
数字化与智能化
借助大数据、人工智能等技术 ，实现供应链管理的数字化和 智能化，提高决策效率和准确
性。
绿色与可持续
注重环境保护和社会责任，推 动供应链的绿色和可持续发展 。
全球化与本地化
适应全球化趋势，同时关注本 地化需求，构建全球化和本地 化相结合的供应链网络。
敏捷与柔性
快速响应市场变化和客户需求 ，提高供应链的敏捷性和柔性
新、组织变革等。
实施落地
协助客户推动方案执行 ，确保各项措施有效实
施。
持续改进
建立反馈机制，持续优 化供应链绩效。
成果展示及客户反馈
01
02
03
04
成果一
供应链响应速度提升，客户满 意度大幅提高。
成果二
通过流程优化和技术创新，实 现供应链成本显著降低。
成果三
建立高效协同的供应链团队， 提升整体运营效率。
数字化转型
随着物联网、大数据等技术的发展，供应链管理将趋向数 字化、智能化。
绿色环保
环保法规日益严格，绿色供应链管理将成为企业可持续发 展的关键。
风险管理
全球经济不确定性增加，供应链风险管理将愈发重要。
建议和展望
深化数字化转型
继续推进供应链管理数 字化进程，提高决策效 率和准确性。
推广绿色理念
在供应链各环节融入绿 色理念，降低环境影响 ，提升企业社会责任形 象。
重要性
随着全球化竞争的加剧和消费者需求的多样化，供应链管理在提升企业竞争力 、降低成本、提高客户满意度等方面发挥着越来越重要的作用。
供应链结构
01
02
03
供应链成员
包括供应商、制造商、分 销商、零售商和最终客户 等。
供应链管理-流程与绩效
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Recognise Cross-Industry; In-Industry; and In-Company similarities and differences.
• Interface the solution to the current clients’ measures, systems, processes and culture:
Outbound Logistics
Integrated Supply Chain Management
Inventory Management
Strategic objectives:
Quality
Products/services according to customer
expectations
(cost & time) • “Hard wired” and tennons • Push-pull
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
-9-
Making their client specific warrants attention (cont.)
Developing An Overview of
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LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK): Purchasing (& Supply Chain).
• APICS (US): Supply Chain.
• CAPS (US): Purchasing & Supply Chain (US & Legal):
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
– Supply chain benchmarks and best practice (Dow Polyurethane & Epoxy April 1995). – Supply Chain Benchmark Assessment (March 1997). – Supply chain appraisal and benchmarks: (client X September 1997).
chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-2-
We used information from several sources during our project
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
Communication
Measuring progress towards goals through
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proper measures
பைடு நூலகம்
within an organisation enhances
opportunities—Bob Ackerman).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
– Research Benchmark Industry Listings ().
• NAPM (US): Purchasing.
• Kaiser Associates: Benchmark Specialist Consultant.
• US University Research:
New global initiative (investigating entry
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK): Purchasing (& Supply Chain).
• APICS (US): Supply Chain.
• CAPS (US): Purchasing & Supply Chain (US & Legal):
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• The London Shop’s task:
– Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply
– Supply chain benchmarks and best practice (Dow Polyurethane & Epoxy April 1995). – Supply Chain Benchmark Assessment (March 1997). – Supply chain appraisal and benchmarks: (client X September 1997).
chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-2-
We used information from several sources during our project
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
Communication
Measuring progress towards goals through
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proper measures
பைடு நூலகம்
within an organisation enhances
opportunities—Bob Ackerman).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
– Research Benchmark Industry Listings ().
• NAPM (US): Purchasing.
• Kaiser Associates: Benchmark Specialist Consultant.
• US University Research:
New global initiative (investigating entry